Chapter 12

Organizational Behavior, 15e (Robbins/Judge)
Chapter 12 Leadership
1) Leadership is best defined as ________.

A) the ability to merely project one's abilities in the lack of actual accomplishments
B) the ability to reduce the dependence of team members on each other
C) the ability to induce the team members to focus on individual goals rather than collective goals
D) the ability to influence a group toward the achievement of a vision or set of goals
E) the ability to use factors like training and experience to reduce dependence on formal leadership
Answer: D
Explanation: D) Leadership can be defined as the ability to influence a group toward the achievement of
a vision or set of goals. Leaders can emerge from within a group as well as by formal appointment.
Page Ref: 368
LO: 1
Difficulty: Easy
Quest. Category: Concept
Learning Outcome: Summarize the major theories of and approaches to leadership
2) Which of the following statements regarding leadership is true?

A) All managers are leaders.
B) Formal rights ensure good leadership.
C) Formal appointment is essential in creating leaders.
D) All leaders are hierarchically superior to followers.
E) Nonsanctioned leadership is as important as formal influence.
Answer: E
Explanation: E) The source of a leader's influence may be formal, such as that provided by managerial
rank in an organization. But not all leaders are managers, nor, for that matter, are all managers leaders.
Just because an organization provides its managers with certain formal rights is no assurance they will
lead effectively. Nonsanctioned leadership — the ability to influence that arises outside the formal
structure of the organization — is often as important or more important than formal influence.
Page Ref: 368
LO: 1
Difficulty: Easy
3) Which of the following is a desirable feature of leadership?

A) one-directional influence from the leader to the follower
B) coercive power and authority
C) lack of freedom
D) passivity of followers
E) coexistence of leaders and managers
Answer: E
Explanation: E) Organizations need strong leadership and strong management for optimal effectiveness.
We need leaders today to challenge the status quo, create visions of the future, and inspire organizational
members to want to achieve the visions. We also need managers to formulate detailed plans, create
efficient organizational structures, and oversee day-to-day operations.
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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Page Ref: 368
LO: 1
Difficulty: Easy
4) Trait theories of leadership focus on ________.

A) the special relationship that leaders establish with a small group of their followers
B) the personal qualities and characteristics that differentiate leaders from nonleaders
C) the way the leader makes decisions
D) the extent to which followers are willing and able to accomplish a specific task
E) the match between the leader's style and the degree to which the situation gives the leader control
Answer: B
Explanation: B) Trait theories of leadership focus on personal qualities and characteristics. The search
for personality, social, physical, or intellectual attributes that differentiate leaders from nonleaders goes
back to the earliest stages of leadership research.
Page Ref: 369
LO: 2
Difficulty: Easy
5) Which of the following Big Five personality traits has been identified as the most important trait in
effective leaders?
A) conscientiousness
B) openness
C) extraversion
D) agreeableness
E) emotional stability
Answer: C
Explanation: C) A comprehensive review of leadership literature, when organized around the Big Five,
has found extraversion to be the most important trait of effective leaders but more strongly related to
leader emergence than to leader effectiveness. Conscientiousness and openness to experience also
showed strong relationships to leadership, though not quite as strong as extraversion.
Page Ref: 370
LO: 2
Difficulty: Easy
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6) Emotional intelligence (EI) is critical to effective leadership because one of its core components is
________ which reflects the consideration that leaders must be able to express.
A) conscientiousness
B) empathy
C) optimism
D) introversion
E) perfectionism
Answer: B
Explanation: B) A core component of EI is empathy. Empathetic leaders can sense others' needs, listen
to what followers say (and don't say), and read the reactions of others. The caring part of empathy,
especially for the people with whom you work, is what inspires people to stay with a leader when the
going gets rough.
Page Ref: 370
LO: 2
Difficulty: Easy
7) Trait theories most accurately predict ________.

A) distinguishing features of an effective leader
B) differences between an effective and an ineffective leader
C) success of a leader
D) roles to be played by the leader
E) emergence of a leader
Answer: E
Explanation: E) Traits are more accurate in predicting the emergence of leaders and the appearance of
leadership than actually distinguishing between effective and ineffective leaders.
Page Ref: 370
LO: 2
Difficulty: Easy
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8) Tim Wrench was leading the client services division of AmWeb for seven years when he was asked to
move to another region where the company was setting up its office. Before moving, Tim was asked to
help in finding a successor for him from his team. Tim's most obvious choice was Judy Judge and the
management accepted his choice as Judy was a popular person across the company. Judy was known for
her vivacious nature, she was often seen speaking to employees from various divisions, and was always
excited to take up a new opportunity. Once she became a leader, she continued to give employees
freedom and flexibility even if it resulted in deficiencies on the work front like missed deadlines or low
quality. Judy's initial weeks as a leader were full of confusion among her team members, but many felt
that the situation would come under control. When things did not improve in the next two months and
many complaints poured in from clients, the management realized that Judy was not the best candidate
to lead the team. Which of the following, if true, would best explain this outcome?
A) Judy was a high-performing employee and enjoyed good relationships with everyone on the team.
B) Everyone felt Judy was given insufficient time to prove her worth as a leader.
C) Research has shown that traits can predict the emergence of a leader, but not his/her efficiency as a
leader.
D) The client complaints were a common thing encountered by the company.
E) Judy demonstrated low levels of consideration and high levels of task-orientation.
Answer: C
Explanation: C) The fact that Judy was a high-performing employee and enjoyed good relationships
with everyone on the team does not explain this outcome. The fact that everyone felt that Judy was given
insufficient time to prove her worth as a leader does not explain this outcome. The fact that research has
shown that traits can predict the emergence of a leader, but not his/her efficiency as a leader does explain
this outcome. Traits are more accurate in predicting the emergence of leaders and the appearance of
leadership than actually distinguishing between effective and ineffective leaders. The fact that client
complaints were a common thing encountered by the company does not explain Judy's failure as a
leader. The fact that Judy demonstrated low levels of consideration and high levels of task-orientation as
a leader does not explain her failure in leading the team.
Page Ref: 370
LO: 2
AACSB: Reflective Thinking
Difficulty: Hard
Quest. Category: Critical Thinking
9) The Ohio State Studies narrowed the independent dimensions of leader behavior to two that
substantially accounted for most of the leadership behavior described by employees: consideration and
________.
A) employee-orientation
B) empathy
C) constructing vision
D) initiating structure
E) charisma
Answer: D
Explanation: D) Seeking to identify independent dimensions of leader behavior, the Ohio State Studies
determined that two dimensions accounted for most effective leadership behavior: initiating structure
and consideration. Initiating structure is the extent to which leaders are likely to define and structure
their roles and those of their employees in the search for goal attainment. Consideration is the extent to
which a leader's job relationships are characterized by mutual trust, respect for employees' ideas, and
regard for their feelings.
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Page Ref: 371
LO: 3
Difficulty: Easy
10) In the context of behavioral dimensions of leadership identified in the Ohio State Studies, initiating
structure refers to the extent to which ________.
A) a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard
for their feelings
B) a leader engages in participative management
C) a leader is accepting of and respects individual differences among various team members
D) a leader is likely to define and organize his or her role and those of employees in the search for goal
attainment
E) a leader initiates efforts to communicate personally with employees
Answer: D
Explanation: D) As a behavioral dimension of leaders, initiating structure is the extent to which a leader
is likely to define and structure his or her role and those of employees in the search for goal attainment.
It includes behavior that attempts to organize work, work relationships, and goals.
Page Ref: 371
LO: 3
Difficulty: Easy
11) Adrian Atwood, a senior manager at MNC, spends a lot of his time assigning group members to
particular tasks and scheduling their work such that deadlines are achievable. Adrian also sets high
expectations for standards of performance, and holds regular meetings to ensure that productivity and
quality are up to the mark. In the light of the Ohio State Studies, this indicates that Adrian, as a leader, is
________.
A) low in task orientation
B) high in consideration
C) relationship oriented
D) employee oriented
E) high in initiating structure
Answer: E
Explanation: E) Initiating structure is the extent to which a leader is likely to define and structure his or
her role and those of employees in the search for goal attainment. It includes behavior that attempts to
organize work, work relationships, and goals. A leader high in initiating structure is someone who
"assigns group members to particular tasks," "expects workers to maintain definite standards of
performance," and "emphasizes the meeting of deadlines."
Page Ref: 371
LO: 3
AACSB: Analytic Skills
Difficulty: Moderate
Quest. Category: Application
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12) In the context of behavioral dimensions of leadership identified in the Ohio State Studies, ________
is the extent to which a person's job relationships are characterized by mutual trust, respect for
employees' ideas, and regard for their feelings.
A) consideration
B) transaction
C) authentication
D) task orientation
E) identification
Answer: A
Explanation: A) In the context of behavioral dimensions of leadership identified in the Ohio State
Studies, consideration is the extent to which a person's job relationships are characterized by mutual
trust, respect for employees' ideas, and regard for their feelings.
Page Ref: 371
LO: 3
Difficulty: Easy
13) Nellie Fritz, the head of client support services at Olson Inc., is very popular among her
subordinates. Many believe that Nellie has a knack for getting the work done without making the
employees feel pushed into a corner. She is often seen speaking to her subordinates and support staff
about their families, helping them with any personal problems they have, and praising employees for
their good work. In light of the Ohio State Studies, this indicates that Nellie, as a leader, is ________.
A) task oriented
C) low in trust propensity
D) low in relationship orientation
E) production oriented
Answer: B
Explanation: B) Consideration is the extent to which a person's job relationships are characterized by
mutual trust, respect for employees' ideas, and regard for their feelings. A leader high in consideration
helps employees with personal problems, is friendly and approachable, treats all employees as equals,
and expresses appreciation and support.
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LO: 3
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14) The two dimensions of leadership behavior identified in the University of Michigan studies are
________.
A) absolute leadership and contingency leadership
B) transformational leaders and authentic leaders
C) employee-oriented leaders and production-oriented leaders
D) initiating structure and consideration
E) initiation and completion
Answer: C
Explanation: C) Leadership studies at the University of Michigan's Survey Research Center located
behavioral characteristics of leaders that appeared related to performance effectiveness: the employee-
oriented leader and the production-oriented leader. The employee-oriented leader emphasized
interpersonal relationships by taking a personal interest in the needs of employees and accepting
individual differences among them; the production-oriented leader emphasized the technical or task
aspects of the job — concern focused on accomplishing the group's tasks.
Page Ref: 371, 372
LO: 3
Difficulty: Easy
15) The University of Michigan studies define a(n) ________ leader as one who takes a personal interest
in the needs of his/her subordinates.
A) contingency
B) task-oriented
C) employee-oriented
D) production-oriented
E) structure initiating
Answer: C
Explanation: C) According to the behavioral dimensions of leaders identified by the University of
Michigan's Survey Research Center, the employee-oriented leader emphasized interpersonal
relationships by taking a personal interest in the needs of employees and accepting individual
differences among them.
Page Ref: 371, 372
LO: 3
Difficulty: Easy
16) If a leader's main concern is accomplishing his/her group's tasks, the University of Michigan studies
label this leader ________.
A) employee-oriented
C) relationship-oriented
D) low in initiating structure
E) production-oriented
Answer: E
Explanation: E) According to the behavioral dimensions identified by the University of Michigan's
Survey Research Center, the production-oriented leader emphasized the technical or task aspects of the
job, his main concern being accomplishing the group's tasks.
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Page Ref: 372
LO: 3
Difficulty: Easy
17) Norman has been working in the sales division for a large manufacturing company for four months.
In this short period of time, Norman has learned that Mr. Hill, his manager, keeps increasing monthly
targets significantly, and though each time the target appears unrealistic, Norman has been able to
achieve them throughout the last four months. Mr. Lee's approach of leading his employees to work
more efficiently by setting successively higher targets is an example of his ________ leadership.
A) employee-oriented
B) consideration-based
C) person-oriented
E) support-oriented
Answer: D
Explanation: D) The production-oriented leader emphasizes the technical or task aspects of the job,
focusing on accomplishing the group's tasks. Mr. Hill is a production-oriented leader.
Page Ref: 372
LO: 3
18) Maurice Harper is a friendly and warm manager who starts her day at work by personally greeting
her colleagues and subordinates. Maurice is often seen listening sincerely to employees' concerns and
problems. She takes the initiative to hold programs to renew and improve the skills of current
employees. Most of her employees know that she is accessible for help and information at all times
.Maurice is a(n) ________ leader.
A) achievement-oriented
B) transaction-oriented
C) employee-oriented
E) task-oriented
Answer: C
Explanation: C) According to the behavioral dimensions of leaders identified by the University of
Michigan's Survey Research Center, the employee-oriented leader emphasized interpersonal
relationships by taking a personal interest in the needs of employees and accepting individual
differences among them.
Page Ref: 372
LO: 3
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19) Contingency theories focus on the ________ that impact leadership success.
A) personality variables
B) leader's abilities to inspire and transform followers
C) situational variables
D) values and ethics
E) features of the followers
Answer: C
Explanation: C) Numerous studies have shown that predicting leadership success is more complex than
isolating a few traits or behaviors, since leadership styles that are effective in very bad times or in very
good times do not necessarily translate into long-term success. This idea led researchers to change their
focus from trait and behavior theories to situational influences on leadership styles, or contingency
theories.
Page Ref: 372, 373
LO: 4
Difficulty: Easy
20) Which of the following theories of leadership is based on situational variables?

A) attribution theory
B) trait theories
C) charismatic leadership theory
D) path-goal theory
E) behavioral theories
Answer: D
Explanation: D) Numerous studies have shown that predicting leadership success is more complex than
isolating a few traits or behaviors, since leadership styles that are effective in very bad times or in very
good times do not necessarily translate into long-term success. This idea led researchers to change their
focus from trait and behavior theories to situational influences on leadership styles, or contingency
theories. The path-goal theory is one of the contingency theories.
Page Ref: 373
LO: 4
Difficulty: Easy
21) The least preferred co-worker (LPC) questionnaire is used to measure whether ________.
A) the followers are able and willing
B) a leader is task or relationship-oriented
C) the members are in the in-group or out-group
D) employees prefer servant leadership over situational leadership
E) the leader is high on the dimension of conscientiousness
Answer: B
Explanation: B) Fiedler believes a key factor in leadership success is the individual's basic leadership
style. He created the least preferred co-worker (LPC) questionnaire to identify that style by measuring
whether a person is task or relationship oriented.
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Page Ref: 373
LO: 4
Difficulty: Easy
22) Dora Lee has just completed and scored the LPC questionnaire given to her during an evaluation
exercise. She is surprised when she finds out that she described her least preferred co-worker in
relatively positive terms because she recalls being particularly annoyed by this difficult co-worker
several times in the past. Based on your understanding of Fiedler's model, you explain to Dora that her
LPC score makes sense within the model because ________.
A) Dora tends to become very dominating when given ambiguous tasks
B) Dora is usually much more focused on productivity than on developing relationships
C) Dora tends in general to focus on building good relationships with the other employees
D) Dora has a spotty work history and has tended to switch jobs every couple of years
E) Dora is usually chosen for positions of high responsibility within your organization
Answer: C
Explanation: C) If you describe the person you are least able to work with in favorable terms (a high
LPC score), Fiedler would label you relationship oriented. In contrast, if you see your least preferred co-
worker in relatively unfavorable terms (a low LPC score), you are primarily interested in productivity
and are task oriented.
Page Ref: 373
LO: 4
23) Fiedler's contingency leadership model assumes that ________.

A) an individual's leadership style is essentially fixed
B) an individual is constantly striving to develop a more productive style
C) an individual's leadership is primarily determined by the the features of the followers
D) an individual's leadership style can be altered much like his/her personality traits
E) an individual's leadership style must be task oriented to be effective
Answer: A
Explanation: A) Fiedler assumes an individual's leadership style is fixed. This means if a situation
requires a task-oriented leader, and the person in the leadership position is relationship oriented, either
the situation has to be modified or the leader has to be replaced to achieve optimal effectiveness.
Page Ref: 373
LO: 4
Difficulty: Easy
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24) Fiedler defines the degree of confidence, trust, and respect that subordinates have in their leader as
________.
A) leader-member relations
B) task structure
C) positional power
D) follower variables
E) path-goal frameworks
Answer: A
Explanation: A) Fiedler identified three contingency or situational dimensions to leadership success,
including leader-member relations, task structure, and position power. Leader-member relations is the
degree of confidence, trust, and respect members have in their leader.
Page Ref: 373
LO: 4
Difficulty: Easy
25) Trevor Guerney is a manager who believes that those who are to be affected by a change must be
involved in the change. Consequently, he always ensures that his subordinates have the knowledge of
what is happening around them and he often holds meetings to obtain employee opinion and suggestions
before making any decision that would apply to them. Similarly, Trevor's team proactively approaches
him with problems and potential solutions as they know he will not respond by criticizing them. From
the information provided in the scenario we can say that ________.
A) Trevor's leadership is primarily task-oriented
B) Trevor's team has a low degree of trust propensity
C) Trevor's team requires more directive leadership
D) Trevor's team has positive leader-member relations
E) Trevor's team is unsatisfied with his power position
Answer: D
Explanation: D) Fiedler identified three contingency or situational dimensions to leadership success,
including leader-member relations, task structure, and position power. Leader-member relations is the
degree of confidence, trust, and respect members have in their leader.
Page Ref: 373
LO: 4
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26) Which of the following situational dimensions identified by Fiedler relates to the degree to which
job assignments are procedurized, that is, structured or unstructured?
A) task reflexivity
B) task significance
C) task structure
D) task complexity
E) task orientation
Answer: C
Explanation: C) Fiedler identified three contingency or situational dimensions in which certain types of
leaders might excel or fail, including leader-member relations, task structure, and position power. Task
structure is the degree to which job assignments are procedurized (that is, structured or unstructured).
Leaders who are task-oriented, Fiedler proposes, perform best when the situation is very favorable or
very unfavorable.
Page Ref: 374
LO: 4
Difficulty: Easy
27) In the context of Fiedler's model, the situational dimension termed ________ relates to the degree of
influence a leader has over important variables such as hiring, firing, discipline, promotions, and salary
increases.
A) task structure
B) leader-member exchange
C) position power
D) initiating structure
E) leader-member relations
Answer: C
Explanation: C) In the context of Fiedler's model, the situational dimension termed position power
relates to the degree of influence a leader has over power variables such as hiring, firing, discipline,
promotions, and salary increases.
Page Ref: 374
LO: 4
Difficulty: Easy
28) According to the Fiedler contingency model, high managerial control is characterized by ________.
A) high task structure, good leader-member relations, and strong position power
B) limited position power, good leader-member relations, and low task structure
C) less structured jobs, strong position power, and moderate leader-member relations
D) broad employee responsibilities, low position power, and moderate leader-member relations
E) good leader-member relations, low position power, unstructured jobs
Answer: A
Explanation: A) The Fiedler contingency model proposes that effective group performance depends on
the proper match between the leader's style and the degree to which the situation gives the leader
control.Fiedler states that the better the leader-member relations, the more highly structured the job, and
the stronger the position power, the more control the leader has.
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Page Ref: 374
LO: 4
29) Which of the following theoretical approaches in the study of leadership focuses on followers'
readiness as a determinant of effective leadership?
A) Big Five personality model
B) behavioral theories
C) Fiedler contingency model
D) laissez-faire leadership
E) situational leadership theory
Answer: E
Explanation: E) Situational leadership theory (SLT) focuses on the followers. It says successful
leadership depends on selecting the right leadership style contingent on the followers' readiness, or the
extent to which they are willing and able to accomplish a specific task.
Page Ref: 376
LO: 4
30) According to the situational leadership theory, if followers are unable and unwilling to do a task,
then a leader needs to ________.
A) follow a supportive style
B) engage in participative leadership
C) refrain from providing too many inputs
D) display high task and relationship orientation
E) demonstrate high task and low relationship orientation
Answer: D
Explanation: D) If followers are unable and unwilling, the leader needs to display high task orientation
to compensate for followers' lack of ability and high relationship orientation to get them to commit to
the leader's desires.
Page Ref: 376
LO: 4
13
31) According to the situational leadership theory, if employees are unwilling and unable, the
appropriate leadership style in this situation would be ________.
A) participative
B) democratic
C) person-oriented
D) directive
E) supportive
Answer: D
Explanation: D) According to the situational leadership theory, if employees are unwilling and unable,
the appropriate leadership style in this situation would be directive.
Page Ref: 376
LO: 4
Difficulty: Easy
32) According to the situational leadership theory, a follower with the desired ability and willingness is
likely to be ________.
A) lacking in the area of motivation
B) deficient in the specific skills required
C) comfortable in his ability to do the job well
D) highly skilled in relevant areas but low on experience
E) in need of leadership that is highly task oriented
Answer: C
Explanation: C) If followers are able and unwilling, the leader needs to use a supportive and
participative style; if they are both able and willing, the leader does not need to do much.
Page Ref: 376
LO: 4
33) Maura Ruiz has been working in the e-learning industry for over eight years. She is aware of the fact
that in this industry, once an employee has learned his job, the work becomes fairly automatic and
competence can be achieved rapidly. She has been noticing how in her team, this competence has come
along with a lot of complacency; the employees, though able, are unwilling to work hard. According to
the situational leadership theory, to rectify this situation, Maura would benefit the most if she uses the
________ style of leadership.
A) task-oriented
B) production-oriented
C) participative
D) directive
E) autocratic
Answer: C
Explanation: C) If followers are able and unwilling, the leader needs to use a supportive and
participative style.
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Page Ref: 376
LO: 4
Difficulty: Hard
34) Which of the following statements is true with regard to the path-goal theory of leadership?
A) The theory considers leadership to be a set of attributes ascribed to leaders by followers.
B) The theory proposes only a passive and supportive role for leaders.
C) The theory considers removing obstacles to be a component of effective leadership.
D) The theory proposes that leaders must work closely with followers throughout.
E) The path-goal theory represents a laissez-faire approach to leadership.
Answer: C
Explanation: C) The theory proposes that the leader's job is to provide followers with the information,
support, or other resources necessary to achieve their goals. The term "path-goal" implies effective
leaders clarify followers' paths to their work goals and make the journey easier by reducing roadblocks.
Page Ref: 376
LO: 4
35) George is a project leader at NSys for five years. George's job description involves scheduling work
for his team, coordinating their work with that of the other departments, and providing feedback.
George, who has successfully led this team, believes that it is his task-oriented and directive approach
that has helped him in the last five years. Which of the following, if true, would weaken his argument
supporting a directive leadership?
A) The members of the team are resentful with George's directives relating to work.
B) George has seen that employees in his team lack initiative and motivation to work hard.
C) The team's workload is expected to rise substantially as the company is growing at an unprecedented
rate.
D) George's team is organized as a wheel network and depends on his ability to coordinate amongst
members of the team and between other departments.
E) NSys hires only highly qualified and experienced employees.
Answer: E
Explanation: E) The fact that the members of the team are resentful with George's directives relating to
work does not strengthen or weaken his approach to leadership. The fact that George has seen that
employees in his team lack initiative and motivation to work strengthens his argument for using a
directive approach to leadership. The fact that the team's workload is expected to rise substantially as the
company is growing at an unprecedented rate also strengthens his argument for using a directive
approach to leadership. The fact that George's team is organized as a wheel network and depends on his
ability to coordinate amongst members of the team and between other departments does not weaken his
current approach to leadership. The fact that NSys hires only highly qualified and experienced
employees does weaken his approach as directive leadership is likely to be perceived as redundant
among employees with high ability or considerable experience.
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Page Ref: 376
LO: 4
Difficulty: Hard
36) Leslie is a middle-level production manager at the California branch of ALT Corp. ALT Corp. is an
automobile manufacturing company that specializes in the manufacture of heavy motor vehicles. Leslie's
job is to supervise his assembly line employees. Leslie has worked in this position for over four years
and he strongly believes that a supportive leadership style is most suitable in his context. Which of the
following, if true, would strengthen Leslie's approach to leadership in this case?
A) The company has recently announced its move to diversify into manufacturing light motor vehicles
because of high profitability in that line.
B) Most of the assembly line employees were highly experienced in their jobs and committed to Leslie.
C) With developments in technology, the company was enhancing the role of assembly line employees
with new tasks combined into natural work units.
D) The company had initiated many changes in the tasks of assembly line workers in its attempts to
refine the process of manufacturing.
E) A good proportion of the assembly line employees were new employees.
Answer: B
Explanation: B) The fact that the company recently announced its move to diversify into manufacturing
light motor vehicles does not strengthen Leslie's approach to leadership. The fact that most of the
assembly line employees were highly experienced in their jobs and committed to Leslie does strengthen
Leslie's approach to leadership as the employees were performing structured tasks. The fact that the
company was enhancing the role of assembly line employees with new tasks does not strengthen Leslie's
approach to leadership. The fact that the company had initiated many changes in the tasks of assembly
line workers in its attempts to refine the process of manufacturing weakens Leslie's argument. The fact
that a good proportion of the assembly line employees were new employees weakens Leslie's argument.
Page Ref: 376
LO: 4
Difficulty: Hard
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37) Leslie is a middle-level production manager at the California branch of ALT Corp. ALT Corp. is an
automobile manufacturing company that specializes in the manufacture of heavy motor vehicles. Leslie's
job is to supervise his assembly line employees. Leslie has worked in this position for over four years
and he strongly believes that a supportive leadership style is most suitable in his context. Which of the
following, if true, would weaken Leslie's approach to leadership in this case?
A) The company is planning to lay off some employees in the near future.
B) The company has stopped the production of most of its older models as it wants to focus on the most
profitable models.
C) The assembly line jobs are routine and highly structured by nature.
D) The recent round of OSHA inspections revealed that many assembly line employees were not
complying with stipulated safety measures.
E) The company's workforce is comprised primarily of employees of the baby boomer generation.
Answer: D
Explanation: D) The fact that the company is planning to lay off some employees in the near future does
not weaken Leslie's supportive approach to leadership. The fact that the company has stopped the
production of most of its older models as it wants to focus on the most profitable models does not
weaken Leslie's supportive approach to leadership; it may strengthen his approach as the employees,
being familiar with the process for assembling these models would require less directions and
supervision. The fact that assembly line jobs are routine and highly structured by nature strengthens
Leslie's supportive approach to leadership. The fact that the recent round of OSHA inspections revealed
that many assembly line employees were not complying with stipulated safety measures weakens
Leslie's supportive approach. This is because the assembly line employees seem to require someone who
would enure their compliance with safety regulations. The fact that the company's workforce is
comprised primarily of employees of the baby boomer generation strengthens Leslie's approach as this
generation of employees would be highly experienced in their jobs.
Page Ref: 376
LO: 4
Difficulty: Hard
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38) Max Hiller was recently hired by Sync, a consumer goods company. During his first meeting with
the sales team, Max impressed upon his team that work performance is the only criterion he would use
to evaluate them. To help them perform well and meet their targets, he pushed his team to work extra
hours. He also gave very clear instructions to each member regarding their job responsibilities and
continually verified if they were meeting their targets. Which of the following, if true, would weaken
Max's approach?
A) Max is leading many new employees who have joined his team directly after training.
B) Max's team functions in a sluggish manner and picks up pace only a week or so before the monthly
operations cycle meetings.
C) Max's sales team is comprised of independent and experienced employees who are committed to their
jobs.
D) Max's team does not display high levels of cohesiveness and members fail to coordinate with each
other.
E) Sales figures for the region that Max's team is responsible for have improved in the last quarter.
Answer: C
Explanation: C) The fact that Max is leading many new employees who have joined his team directly
after training strengthens his directive approach. The fact that Max's team functions in a sluggish manner
and picks up pace only a week or so before the monthly operations cycle meetings also strengthens his
directive approach. The fact that Max's sales team is comprised of independent and experienced
employees who are committed to their jobs weakens his directive approach in leading them. This is
because directive leadership is likely to be perceived as redundant among employees with high ability or
considerable experience. The fact that Max's team does not display high levels of cohesiveness and
members fail to coordinate with each other shows that the team requires a directive leader. The fact that
sales figures for the region that Max's team is responsible for have improved in the last quarter does not
strengthen or weaken Max's approach as he has been hired only recently and the rise in revenue for this
region could be attributed to many other factors.
Page Ref: 376
LO: 4
Difficulty: Hard
39) The leader-participation model focuses on ________.

A) the personality traits of leaders
B) the presence of charisma in the leader
C) the way decisions are made by the leader
D) the mere projection of successful leadership by the leader
E) the use of in-groups by the leader
Answer: C
Explanation: C) The leader-participation model argues that the way the leader makes decisions is as
important as what she or he decides. Victor Vroom and Phillip Yetton's leader-participation model relates
leadership behavior and participation in decision making.
Page Ref: 376, 377
LO: 4
18
40) Which of the following leadership theories argues that because of time pressures, leaders establish a
special relationship with a small group of their subordinates — the in-group, who are trusted, get a
disproportionate amount of the leader's attention, and are more likely to receive special privileges?
A) situational leadership theory
B) leader-member exchange
C) path-goal
D) expectancy
E) Fiedler's theory
Answer: B
Explanation: B) Leader-member exchange (LMX) theory proposes that, because of time pressures,
leaders establish a special relationship with a small group of their followers. These individuals make up
the in-group. Members of the in-group are trusted, get a disproportionate amount of the leader's
attention, and are more likely to receive special privileges. Other followers fall into the out-group.
Page Ref: 377
LO: 4
Difficulty: Easy
41) According to the LMX theory, a leader implicitly categorizes followers as "in" or "out" ________.
A) after careful performance analysis
B) on a temporary basis
C) early in the interaction
D) because of political pressure
E) only after several months of working together
Answer: C
Explanation: C) The LMX theory proposes that early in the history of the interaction between a leader
and a given follower, the leader implicitly categorizes the follower as an "in" or an "out," and that
relationship is relatively stable over time.
Page Ref: 377
LO: 4
Difficulty: Easy
19
42) In her first few weeks at the marketing division of Rolland Retails, Judith Cox realized that Joshua,
Doug, and Carl were closer to her manager, Eric Scott, than the other five team members. Eric, Joshua,
Doug, and Carl came to work at the same time, were seen together at the cafeteria, and stayed late and
worked when the need arose. In contrast to them, the other five team members did the routine jobs
assigned to them and their interactions lacked the understanding and camaraderie that Eric shared with
the others. Joshua, Doug, and Carl make up Eric's ________.
A) out-group
B) reference group
C) nominal group
D) in-group
E) peripheral group
Answer: D
Explanation: D) Leader-member exchange (LMX) theory argues that, because of time pressures, leaders
establish a special relationship with a small group of their followers. These individuals make up the in-
group; they are trusted, get a disproportionate amount of the leader's attention, and are more likely to
receive special privileges. Other followers fall into the out-group.
Page Ref: 377
LO: 4
43) In her first few weeks at the marketing division of Rolland Retails, Judith Cox realized that Joshua,
Doug, and Carl were closer to her manager, Eric Scott, than the other five team members. Eric, Joshua,
Doug, and Carl came to work at the same time, were seen together at the cafeteria, and stayed late and
worked when the need arose. While Judith was in training, she received very good feedback from Eric
and as she transitioned to the floor, she felt that Eric was giving her interesting projects, allowing her
more freedom, and seeking her opinion frequently. The information provided in the scenario supports
the prediction that ________.
A) Judith will develop low trust propensity toward Eric.
B) Joshua, Doug, and Carl will display low trust propensity in Judith.
C) Eric's in-group will remain a reference group for Judith permanently.
D) Judith will become a part of Eric's in-group in the marketing division.
E) Judith will have lower levels of identification-based trust with Eric when compared to other trainees.
Answer: D
Explanation: D) Leader-member exchange (LMX) theory argues that, because of time pressures, leaders
establish a special relationship with a small group of their followers. These individuals make up the in-
group and they are trusted, get a disproportionate amount of the leader's attention, and are more likely to
receive special privileges. Other followers fall into the out-group.
Page Ref: 377
LO: 4
20
44) Which theory of leadership proposes that followers attribute heroic or extraordinary leadership
abilities when they observe certain behaviors?
A) situational leadership theory
B) path-goal leadership theory
C) transactional leadership theory
D) behavioral leadership theory
E) charismatic leadership theory
Answer: E
Explanation: E) According to House's charismatic leadership theory, followers attribute heroic or
extraordinary leadership abilities when they observe certain behaviors. A number of studies have
attempted to identify the characteristics of charismatic leaders: they have a vision, they are willing to
take personal risks to achieve that vision, they are sensitive to follower needs, and they exhibit
extraordinary behaviors.
Page Ref: 379
LO: 5
Difficulty: Easy
45) According to evidence, what is the first step a charismatic leader takes to influence followers?
A) developing a formal vision statement
B) engaging in emotion-inducing and often unconventional behavior
C) setting an example for followers through actions and words
D) articulating an appealing vision
E) communicating high performance expectations
Answer: D
Explanation: D) Evidence suggests that charismatic leaders follow a four-step process to influence
followers. This process begins with articulating an appealing vision, a long-term strategy for attaining a
goal by linking the present with a better future for the organization. Desirable visions fit the times and
circumstances and reflect the uniqueness of the organization.
Page Ref: 380
LO: 5
Difficulty: Easy
46) A long-term strategy for attaining a goal by linking the present with a better future for the
organization is defined as a(n) ________.
A) transaction
B) attribution
C) contingent plan
D) vision
E) substitution
Answer: D
Explanation: D) A long-term strategy for attaining a goal by linking the present with a better future for
the organization is defined as a vision.
21
Page Ref: 380
LO: 5
Difficulty: Easy
47) The third step in the process of charismatic leadership involves ________.
A) the leader conceptualizing a long-term strategy for attaining a goal by linking the present with a
better future for the organization
B) the leader conveying a new set of values and setting an example for followers to imitate
C) the charismatic leader engaging in emotion-inducing behaviors to ensure that employee commitment
is generated
D) the leader using unconventional behavior to demonstrate courage and conviction about the vision
E) the leader providing a formal articulation of an organization's vision or mission to guide his followers
Answer: B
Explanation: B) Once the vision and the vision statement are established, the leader, through his words
and actions, conveys a new set of values and sets an example for followers to imitate. This is the
function of the third step.
Page Ref: 381
LO: 5
Difficulty: Easy
48) Leaders who function primarily by clarifying role and task requirements to accomplish established
goals exhibit a(n) ________ style of leadership.
A) transformational
B) transactional
C) charismatic
D) laissez-faire
E) employee-oriented
Answer: B
Explanation: B) Recent studies, including the Ohio State Studies, Fiedler's model, and path-goal theory,
have focused on the differences between transformational leaders and transactional leaders. In contrast
to transformational leaders who inspire their followers to transcend their self-interests for the good of
the organization, transactional leaders encourage their followers to achieve goals by defining specific
goals and task requirements.
Page Ref: 382
LO: 5
Difficulty: Easy
22
49) A transactional leader is likely to ________.
A) reward employees for the work that they have done, thus recognizing accomplishments
B) help followers trust the leader and develop a loyalty toward the common vision
C) stimulate others in the organization to become thinkers of what the organization is all about
D) pay attention to the emotional needs of others and consider individual differences
E) avoid authoritarian, command, and control behaviors when dealing with employees
Answer: A
Explanation: A) A transactional leader is likely to reward employees for the work that they have done,
thus recognizing accomplishments.
Page Ref: 383
LO: 5
Difficulty: Easy
50) Which of the following scenarios reflects a transactional approach to leadership?

A) Samuel Perez has been running a small automobile service agency with a set of employees that he
hired and trained over a decade ago. Though the business is mediocre and profit margins are not
substantial, the employees work well as a team because each of them treats the other as equal, just like
Samuel himself does.
B) Carol Turner began V Care, a non-profit organization, with the purpose of battling various forms of
abuse. As the organization grew, she took care to hire employees who felt the same kind of sensitivity
she felt for victims of abuse. Today, she openly proclaims that the organization that she started is
successful because every single employee shares and understands what the organization is aiming for.
C) When new projects come, it is a time of excitement for the content production team of Impact, an
advertising agency. Lori Wood, the department head, begins a project meeting by having her whole team
envision what the final product of this campaign must aim at. She then sets progressively higher
standards for the team and clarifies what each member of the team stands to gain if the project is a
success. In allocating roles and tasks, she often incorporates the needs and preferences of her team
members.
D) Wayne Torres believes that setting targets, monitoring employee performance, and correcting
defaulting employees are his tried and tested ways to accomplish tasks. He rewards employees who do
well and match his predetermined expectations and recognizes accomplishments that he values. His
team, however, has not grown substantially and seems to be at a functional status quo.
E) Glenn Cruzz works at Leverage as a senior consultant. She ensures that her team of consultants has a
framework of flexible tools and skills to help clients who come their way with diversity and inclusion
issues. Through audits, research, and workshops, her team is encouraged to come up with
unconventional solutions that help clients establish and leverage its employee diversity.
Answer: B
Explanation: B) Transactional leaders set goals for their employees and define roles and expectations.
Unlike transformational leaders, however, transactional leaders are unlikely to motivate their employees
to exceed expectations or go beyond the call of duty.
Page Ref: 382
LO: 5
Difficulty: Hard
23
51) ________ leaders inspire followers to transcend their self-interests for the good of the organization
and can have an extraordinary effect on their followers.
A) Transformational
B) Transactional
C) Task oriented
D) Laissez-faire
E) Production-oriented
Answer: A
Explanation: A) Transformational leaders can have an extraordinary effect on their followers, inspiring
them toward selfless goals that benefit the larger organization. These types of leaders inspire their
followers by paying attention to their concerns, helping them rethink old problems in new ways, and
encouraging them to achieve goals as a group.
Page Ref: 382
LO: 5
Difficulty: Easy
52) Cooper Mills is a company that accomplished one of the greatest success stories of our time. The
company which began in the garage of its current CEO, Kyle Cooper, went on to become one of the
largest producers of textiles in the country. The company has now diversified successfully into other
product lines. A group of researchers is now undertaking a study on Cooper Mills as an organization led
by a transformational leader. Which of the following, if true, would most support the conclusion that
Kyle Cooper is a transformational leader?
A) The management follows Kyle's principle of avoiding risks and conducting business conservatively.
B) Cooper Mills' goals tend to be very ambitious and to hold personal value for employees.
C) Cooper Mills has a centralized decision-making structure.
D) Cooper Mills' performance has held at average levels for the past three years.
E) Cooper Mills' compensation plans are designed to reward short-term results.
Answer: B
Explanation: B) In companies with transformational leaders, followers are more likely to pursue
ambitious goals, agree on the strategic goals of the organization, and believe the goals they are pursuing
are personally important. There is greater decentralization of responsibility, managers have more
propensity to take risks, and compensation plans are geared toward long-term results. All these factors
result in superior organizational performance.
Page Ref: 382
LO: 5
Difficulty: Hard
24
53) Transformational leaders enhance performance of employees by ________.
A) restricting creativity among employees
B) focusing on short-term goals for employees
C) building consensus among employees
D) establishing goals, roles, and requirements
E) abdicating all responsibility to employees
Answer: C
Explanation: C) Companies with transformational leaders also show greater agreement among top
managers about the organization's goals, which yields superior organizational performance that
transformational leaders improve performance by building consensus among group members.
Page Ref: 383, 384
LO: 5
Difficulty: Easy
54) In terms of the full range of leadership models, which leadership behavior is the least effective?
A) management by exception (active)
B) contingent reward
C) management by exception (passive)
D) individualized consideration
E) laissez-faire
Answer: E
Explanation: E) According to the full range of leadership models, laissez-faire is the most passive and
therefore least effective of leader behaviors. Management by exception — active or passive — is
slightly better than laissez-faire.
Page Ref: 382
LO: 5
Difficulty: Easy
55) Which of the following leadership behaviors is likely to differentiate between transactional and
transformational leaders?
A) management by exception (active and passive)
B) contingent reward
C) individualized consideration
D) micromanagement
E) laissez-faire
Answer: C
Explanation: C) According to the full range of leadership models, leadership behaviors including
laissez-faire, management by exception (active or passive), and contingent reward will not get
employees to go above and beyond the call of duty. Only with the four styles of transformational
leadership — individualized consideration, intellectual stimulation, inspirational motivation, and
idealized influence — are leaders able to motivate followers to perform above expectations and
transcend their self-interest for the sake of the organization.
25
Page Ref: 383
LO: 5
Difficulty: Easy
56) In terms of the full range of leadership models, which leadership behavior represents the most active
and effective approach for leaders?
A) contingent reward
B) idealized influence
C) management by exception (active)
D) individualized consideration
E) laissez-faire
Answer: B
Explanation: B) According to the full range of leadership models, idealized influence, wherein a leader
provides vision, establishes a sense of mission, and instills pride is the most active and effective
leadership behavior. By doing so, the leader gains respect and trust.
Page Ref: 383
LO: 5
Difficulty: Easy
57) The primary quality produced by authentic leadership is ________.

A) efficiency
B) reinforcement
C) supervision
D) trust
E) authority
Answer: D
Explanation: D) Authentic leaders know who they are, know what they believe in and value, and act on
those values and beliefs openly and candidly. Their followers consider them ethical people. The primary
quality produced by authentic leadership, therefore, is trust.
Page Ref: 386
LO: 6
Difficulty: Easy
26
58) Which of the following is a feature of servant leadership?
A) pursuit of the leaders' self-interest
B) use of power and authority to achieve organizational ends
C) universal appeal and effectiveness across cultures
D) focus on growth, development, and well-being of followers
E) applicability restricted to the leader's in-group
Answer: D
Explanation: D) Servant leaders go beyond their own self-interest and focus on opportunities to help
followers grow and develop. They do not use power to achieve ends; they emphasize persuasion.
Characteristic behaviors include listening, empathizing, persuading, accepting stewardship, and actively
developing followers' potential.
Page Ref: 387
LO: 6
Difficulty: Easy
59) Servant leadership reflects the ________.

A) traditional view that followers are expected to serve the leaders
B) task-oriented approach to leadership
C) use of empathy, listening and persuasion by leaders
D) Western prototype of a leader who gives orders to followers
E) tendency of leaders to prioritize their interests over the interests of their employees
Answer: C
Explanation: C) Servant leaders go beyond their own self-interest and focus on opportunities to help
developing followers' potential.
Page Ref: 387
LO: 6
Difficulty: Easy
60) ________ is defined as a psychological state that exists when you agree to make yourself vulnerable
to another because you have positive expectations about how things are going to turn out.
A) Consideration
B) Trust
C) Support
D) Empathy
E) Respect
Answer: B
Explanation: B) Trust is a psychological state that exists when you agree to make yourself vulnerable to
another because you have positive expectations about how things are going to turn out. Even though you
aren't completely in control of the situation, you are willing to take a chance that the other person will
come through for you.
27
Page Ref: 387
LO: 6
Difficulty: Easy
61) ________ is a dimension of trust defined as honesty, truthfulness, and the ability to display
consistency between one's words and action.
A) Consideration
B) Sensitivity
C) Support
D) Reflexivity
E) Integrity
Answer: E
Explanation: E) Integrity refers to honesty and truthfulness. It is the most critical characteristic in
assessing another's trustworthiness. Integrity also means having consistency between what you do and
say.
Page Ref: 389
LO: 6
Difficulty: Easy
62) Which of the following dimensions of trust is defined as an individual's technical and interpersonal
knowledge and skills?
A) integrity
B) ability
C) propensity
D) reflexivity
E) complexity
Answer: B
Explanation: B) Ability encompasses an individual's technical and interpersonal knowledge and skills.
Page Ref: 389
LO: 6
Difficulty: Easy
28
63) The CEO of Xenon Solutions recently cancelled numerous leave requests and asked several
employees to put in extra days of work as the company was slated to meet several deadlines in the
immediate future. In addition, he also assured that those who work this extra bit will be given their due
leaves and additional incentives once the time crisis had passed. Following this announcement, Joan and
Shane were overheard speaking in the cafeteria. Shane was resentful that his holiday plans were
disrupted and he was sure that the management would ultimately not provide any of the leaves and
incentives it promised. Joan, however, said that she was sure that their CEO had a valid reason behind
making such a request and that if they put in the extra effort, they would be rewarded suitably. From the
information provided in the scenario, which of the following statements can be inferred?
A) Shane has a high degree of empathy.
B) The leader-member relations between Shane and the CEO are the same as that between Joan and the
CEO.
C) Joan has a high degree of trust propensity.
D) Shane has a high degree of identification-based trust in the CEO.
E) Shane is one of the members of the CEO's in-groups.
Answer: C
Explanation: C) Trust propensity refers to how likely a particular employee is to trust a leader. Some
people are simply more likely to believe others can be trusted. In this scenario, Joan reflects a high
degree of trust propensity and feels that her CEO's words and actions can be trusted.
Page Ref: 390
LO: 6
64) A(n) ________ is a senior employee who sponsors and supports a less-experienced employee, a
protégé.
A) intern
B) subordinate
C) supervisee
D) mentor
E) apprentice
Answer: D
Explanation: D) A mentor is a senior employee who sponsors and supports a less-experienced
employee, a protégé.
Page Ref: 391
LO: 7
Difficulty: Easy
29
65) Which of the following is true with regard to mentorship?
A) Mentoring only serves career-like functions related to occupational duties, promotions, and coaching.
B) Informal mentoring programs inadvertently discriminated against minority groups.
C) Mentors are discouraged from sharing any personal experiences with the mentee.
D) Having a mentor is a strong predictor of better objective outcomes like compensation and job
performance.
E) Mentoring provides no significant psychological gains for either parties in the mentoring relationship.
Answer: B
Explanation: B) In the United States, upper managers in most organizations have traditionally been
white males, and because mentors tend to select protégés similar to themselves in background,
education, gender, race, ethnicity, and religion, minorities and women are less likely to be chosen.
Page Ref: 391, 392
LO: 7
Difficulty: Easy
66) According to the attribution theory of leadership, leadership is characterized by ________.

A) the significant gains made in the mentoring relationship between the leader and follower
B) the act of people ascribing qualities like intelligence or charisma to leaders
C) the focus on the actual accomplishments and performance of the leader
D) the impact of substitutes and neutralizers in enhancing the role of the leader
E) the division of the group into in-group and out-group members based on the leader's preference
Answer: B
Explanation: B) The attribution theory of leadership says leadership is merely an attribution people
make about other individuals. Thus we attribute to leaders intelligence, outgoing personality, strong
verbal skills, aggressiveness, understanding, and industriousness. At the organizational level, we tend to
see leaders, rightly or wrongly, as responsible for extremely negative or extremely positive performance.
Page Ref: 393
LO: 8
Difficulty: Easy
67) According to the attribution theory of leadership, a person aiming to be a leader has to ________.
A) gain sufficient experience to be a leader
B) possess qualities like charisma and intelligence
C) make changes on ground before leading people
D) possess many significant actual accomplishments
E) shape the perception that he/she could be a leader
Answer: E
Explanation: E) Attribution theory suggests what's important is projecting the appearance of being a
leader rather than focusing on actual accomplishments. Leader-wannabes who can shape the perception
that they're smart, personable, verbally adept, aggressive, hardworking, and consistent in their style can
increase the probability their bosses, colleagues, and employees will view them as effective leaders.
Page Ref: 394
LO: 8
Difficulty: Easy
30
68) The president of a small Asian country was hailed as a visionary and a genius when the nation's
economy burgeoned during his first term in office. However, when the currency and the stock markets
crashed during his government's second term, he was censured as arrogant, elitist, and shortsighted.
Which of the following theoretical approaches is reflected here?
A) trait theories
B) behavioral theories
C) path-goal theory
D) servant leadership perspective
E) attribution theory
Answer: E
Explanation: E) The attribution theory of leadership says leadership is merely an attribution people
make about other individuals. Thus we attribute to leaders intelligence, outgoing personality, strong
verbal skills, aggressiveness, understanding, and industriousness. At the organizational level, we tend to
see leaders, rightly or wrongly, as responsible for extremely negative or extremely positive performance.
Page Ref: 394
LO: 8
69) Which of the following is a substitute for leadership?

A) lack of experience
B) training
C) ambiguous task
D) high need for supervision
E) external feedback
Answer: B
Explanation: B) A theory of leadership suggests that in many situations, leaders' actions are irrelevant.
Experience and training are among the substitutes that can replace the need for a leader's support or
ability to create structure. Organizational characteristics such as explicit formalized goals, rigid rules and
procedures, and cohesive work groups can also replace formal leadership.
Page Ref: 394
LO: 8
Difficulty: Easy
70) Which of the following is true of substitutes?

A) Substitutes are clearly distinguishable from neutralizers.
B) Substitutes enhance the need for leader's support or ability to create structure.
C) Substitutes increase the levels of identification-based trust.
D) Substitutes are factors and conditions that replace formal leadership.
E) Organizations cannot provide any substitutes for leadership.
Answer: D
Explanation: D) A theory of leadership suggests that in many situations, leaders' actions are irrelevant.
31
Page Ref: 394
LO: 8
Difficulty: Easy
71) The top management of Myers Corp are planning a reorganization of their company to cut costs and
increase efficiency. The different department heads have been asked to present their departmental
strengths, needs, and concerns at a meeting. The various division heads have come to an agreement that
clarity of goals and tasks, detailed procedural guidelines like employee manuals, and a cooperative
workforce are their main strengths. Additionally, they are of the opinion that cutting managerial
positions to reduce costs and reorganizing Myers Corp as a relatively flat organization is a good
approach. This scenario reflects the operation of ________ in replacing the support and ability offered
by leaders.
A) vision
B) traits
C) attributes
D) substitutes
E) charisma
Answer: D
Explanation: D) One theory of leadership suggests that in many situations leaders' actions are irrelevant.
Page Ref: 394
LO: 8
72) ________ make it impossible for leader behavior to make any difference to follower outcomes.
A) Catalysts
B) Mentors
C) Neutralizers
D) Hygiene factors
E) Vision and charisma
Answer: C
Explanation: C) Neutralizers make it impossible for leader behavior to make any difference to follower
outcomes. Indifference to organizational rewards can neutralize the effects of leadership.
Page Ref: 394
LO: 8
Difficulty: Easy
32
73) Which of the following is a neutralizer?
A) indifference to rewards
B) experience and training
C) explicit formalized rules
D) cohesive work groups
E) highly structured task
Answer: A
Explanation: A) Neutralizers make it impossible for leader behavior to make any difference to follower
outcomes. Indifference to organizational rewards can neutralize the effects of leadership.
Page Ref: 394
LO: 8
Difficulty: Easy
74) Which of the following is true with regard to online leadership?

A) Identification-based trust is easily established in the case of online leadership.
B) Online negotiations are smoother as geographic mobility is not required.
C) The demands of an online leader are the same as those experienced by a servant leader.
D) For online leaders, writing skills are an extension of their interpersonal skills.
E) For online leaders, substitutes and neutralizers have no effect.
Answer: D
Explanation: D) Good leadership skills will soon include the abilities to communicate support, trust,
and inspiration through keyboarded words and accurately read emotions in others' messages. In
electronic communication, writing skills are likely to become an extension of interpersonal skills.
Page Ref: 395
LO: 8
Difficulty: Easy
75) Lionel Tucker has been asked to lead a virtual team on a project with a tight time schedule. While
allocating the project to him, his manager impressed upon him the need to complete this project
successfully and in time so that this client gains enough confidence to use their services in the future.
Lionel and his team communicate via e-mail as the team members are located at geographically
dispersed locations. They have not had even one face-to-face meeting as yet. In this case, Lionel must
have an ability to ________ in addition to all the other desirable abilities of a leader to lead the team
successfully.
A) generate charisma to inspire the team
B) abdicate all responsibility to the members of the team
C) micromanage his team members till project completion
D) avoid making any decisions for the team
E) convey support and trust through electronic means
Answer: E
Explanation: E) Online leaders confront unique challenges, particularly around developing and
maintaining trust. Identification-based trust, based on a mutual understanding of each other's intentions
and appreciation of the others' wants and desires, is particularly difficult to achieve without face-to-face
interaction. Lionel's team would be least likely to experience high levels of identification-based trust.
Online negotiations might also be hindered because parties express lower levels of trust.
33
Page Ref: 395
LO: 8
Difficulty: Hard
76) The ability to influence a group toward the achievement of a vision or set of goals can arise outside
the formal structure of the organization.
Answer: TRUE
Explanation: Nonsanctioned leadership is the ability to influence that arises outside the formal structure
of the organization. It is often as important or more important than formal influence.
Page Ref: 368
LO: 1
Difficulty: Easy
77) Strong leadership is an adequate condition to enable an organization to function from an optimal
level of effectiveness.
Answer: TRUE
Explanation: Organizations need strong leadership and strong management for optimal effectiveness.
Page Ref: 368
LO: 1
Difficulty: Easy
78) According to the Big Five personality model, emotional stability is the most important trait of
effective leaders.
Answer: FALSE
Explanation: A comprehensive review of the leadership literature, when organized around the Big Five
personality model, has found extraversion to be the most important trait of effective leaders. However, it
is more strongly related to the way leaders emerge than to their effectiveness.
Page Ref: 370
LO: 2
Difficulty: Easy
79) Trait theories of leadership most accurately predict the emergence and appearance of leadership.
Answer: TRUE
Explanation: Traits do a better job predicting the emergence of leaders and the appearance of leadership
than actually distinguishing between effective and ineffective leaders.
Page Ref: 370
LO: 2
Difficulty: Easy
34
80) The behavioral theories view leadership as a set of actions that people can be trained in.
Answer: TRUE
Explanation: The behavioral theories aimed to understand if there was something unique in the way
effective leaders behave. These theories implied we could train people to be leaders.
Page Ref: 370
LO: 3
Difficulty: Easy
81) In the context of the Fiedler contingency model, leader-member relations measures the degree of
influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary
increases.
Answer: FALSE
Explanation: In the context of the Fiedler contingency model, leader-member relations is the degree of
confidence, trust, and respect members have in their leader.
Page Ref: 373
LO: 4
Difficulty: Easy
82) The situational leadership theory focuses on follower readiness to determine the appropriate
leadership behavior.
Answer: TRUE
Explanation: Situational leadership theory (SLT) focuses on the followers. It says successful leadership
depends on selecting the right leadership style contingent on the followers' readiness, or the extent to
which they are willing and able to accomplish a specific task.
Page Ref: 376
LO: 4
Difficulty: Easy
83) According to the path-goal theory, directive leadership is likely to be welcomed and accepted by
employees with high ability or considerable experience.
Answer: FALSE
Explanation: One of the predictions of the path-goal theory is that directive leadership is likely to be
perceived as redundant among employees with high ability or considerable experience.
Page Ref: 376
LO: 4
Difficulty: Easy
35
84) The leader-member exchange (LMX) theory proposes that the leader implicitly categorizes the
follower as belonging to his in-group or out-group after a detailed analysis of his/her performance over a
prolonged period of time.
Answer: FALSE
Explanation: The theory proposes that early in the history of the interaction between a leader and a
given follower, the leader implicitly categorizes the follower as belonging to the in-group or out-group
and this relationship is relatively stable over time.
Page Ref: 377
LO: 4
Difficulty: Easy
85) Unconventional behavior is one of the key characteristics of a charismatic leader.

Answer: TRUE
Explanation: Unconventional behavior is one of the key characteristics of a charismatic leader.
Page Ref: 380
LO: 5
Difficulty: Easy
86) Charismatic leadership is a manifestation of innate traits and it cannot be learned or enhanced.
Answer: FALSE
Explanation: While it is true that individuals are born with traits that make them charismatic, most
experts believe that individuals can be trained to exhibit charismatic behaviors.
Page Ref: 380
LO: 5
Difficulty: Easy
87) Transactional leaders guide their followers toward established goals by clarifying role and task
requirements.
Answer: TRUE
Explanation: Transactional leaders guide their followers toward established goals by clarifying role and
task requirements.
Page Ref: 382
LO: 5
Difficulty: Easy
36
88) Intellectual stimulation and individualized consideration are likely to be seen in the management by
exception (active) style of leadership.
Answer: FALSE
Explanation: Intellectual stimulation and individualized consideration are likely to be seen in the
transformational style of leadership, while management by exception (active or passive) is a
transactional style of leadership.
Page Ref: 383
LO: 5
Difficulty: Easy
89) Transformational leadership has a greater impact on the bottom line in smaller, privately held firms
than in more complex organizations.
Answer: TRUE
Explanation: Transformational leadership has a greater impact on the bottom line in smaller, privately
held firms than in more complex organizations. The personal nature of transformational leadership
may be most effective when leaders can directly interact with the workforce and make decisions than
when they report to an external board of directors or deal with a complex bureaucratic structure.
Page Ref: 385
LO: 5
Difficulty: Easy
90) Attempts to integrate ethical and charismatic leadership have led to the advancement of the idea of
socialized charismatic leadership.
Answer: TRUE
Explanation: Scholars have tried to integrate ethical and charismatic leadership by advancing the idea of
socialized charismatic leadership which conveys other-centered (not self-centered) values by leaders
who model ethical conduct.
Page Ref: 387
LO: 6
Difficulty: Easy
91) The only key characteristic we use to determine the trustworthiness of a leader is his/her ability.
Answer: FALSE
Explanation: There are three key characteristics that lead us to believe that a leader is trustworthy. These
are integrity, benevolence, and ability.
Page Ref: 389
LO: 6
Difficulty: Easy
37
92) Mentoring provides unfiltered access to the attitudes of lower-ranking employees and can help
anticipate potential organizational problems.
Answer: TRUE
Explanation: Mentoring also provides unfiltered access to the attitudes of lower-ranking employees, and
protégés can be an excellent source of early warning signals that identify potential organizational
problems.
Page Ref: 391
LO: 8
Difficulty: Easy
93) The primary gains from mentoring are seen in greater compensation and higher job performance.
Answer: FALSE
Explanation: Mentoring is less valuable for objective outcomes like compensation and job performance
and research suggests the gains are primarily psychological.
Page Ref: 392
LO: 8
Difficulty: Easy
94) The attribution theory of leadership says leadership is merely an attribution people make about other
individuals.
Answer: TRUE
Explanation: The attribution theory of leadership says leadership is merely an attribution people make
about other individuals.
Page Ref: 393
LO: 8
Difficulty: Easy
95) Neutralizers make it impossible for leader behavior to make any difference to follower outcomes.
Answer: TRUE
Explanation: Neutralizers make it impossible for leader behavior to make any difference to follower
outcomes. Indifference to organizational rewards is a neutralizer that can hamper leadership from
manifesting its effects.
Page Ref: 394
LO: 8
Difficulty: Easy
38
96) What is leadership? How is it different from management?
Answer: Leadership can be defined as the ability to influence a group toward the achievement of a
vision or set of goals. The source of this influence may be formal, such as that provided by managerial
rank in an organization. However, not all leaders are managers and vice versa. The mere provision of
formal rights for managers does not mean they will lead effectively. Nonsanctioned leadership, which is
the ability to influence that arises outside the formal structure of the organization, is often as important
or more important than formal influence. In other words, leaders can emerge from within a group as well
as by formal appointment. Organizations need strong leadership and strong management for optimal
effectiveness. We need leaders today to challenge the status quo, create visions of the future, and inspire
organizational members to want to achieve the visions. We also need managers to formulate detailed
plans, create efficient organizational structures, and oversee day-to-day operations.
Page Ref: 368
LO: 1
97) What is the role played by traits in predicting leadership behaviors?

Answer: Studies have shown that the extraversion dimension of the Big Five personality model is the
most important trait of effective leaders, followed by the dimensions of conscientiousness and openness
to experience. Empathy, one of the core components of emotional intelligence, is also closely linked to
effective leadership. The two major conclusions about trait theories and leadership are that: (1) traits can
predict leadership, and (2) traits are more useful in predicting the emergence of leaders and the
appearance of leadership than in actually distinguishing between effective and ineffective leaders.
Page Ref: 370
LO: 2
98) Identify and explain the two dimensions of leadership described in the Ohio State studies.
Answer: The Ohio State studies proposed that two categories accounted for most of the leadership
behavior described by employees. They called these two dimensions initiating structure and
consideration.
a) Initiating structure refers to the extent to which a leader is likely to define and structure his or her role
and those of employees in the search for goal attainment. It includes behavior that attempts to organize
work, work relationships, and goals. A leader high in initiating structure is someone who "assigns group
members to particular tasks," "expects workers to maintain definite standards of performance," and
"emphasizes the meeting of deadlines."
b) Consideration is described as the extent to which a person is likely to have job relationships that are
characterized by mutual trust, respect for employees' ideas, and regard for their feelings. A leader high in
consideration helps employees with personal problems, is friendly and approachable, treats all
employees as equals, and expresses appreciation and support.
Page Ref: 371
LO: 3
39
99) The HR department at Basic Elements, a software development firm, has begun testing employee
personality and preferences to reorganize their teams such that team members and leaders are matched.
They believe that this will enable them to ensure smooth functioning and greater cohesion. As a part of
this test, employees were given the least preferred co-worker questionnaire. The employees were asked
to think of all the co-workers they had in the past and describe the one they least enjoyed working with
by rating that person on a scale of 1 to 8 for each of 16 sets of contrasting adjectives. Rachel's LPC score
was high, while Victor's was low. Many employees like Ashley had LPC scores that were moderate.
Interpret and compare the results of Rachel, Victor, and Ashley.
Answer: The fact that Rachel's LPC score was high means that she described the person she was least
able to work with in favorable terms. Victor's low LPC score reflects that he rated his least preferred co-
worker in unfavorable terms. Thus, we can say that Rachel is relationship-oriented, while Victor is task-
oriented. Ashley's LPC score, being in the middle range, cannot be interpreted as her preference falls
beyond the range of the predictions of Fiedler contingency model.
Page Ref: 373
LO: 4
Difficulty: Hard
Quest. Category: Synthesis
100) According to the Fiedler model of leadership, how can leader effectiveness be improved?
Answer: Fiedler views an individual's leadership style as fixed. Therefore, there are only two ways to
improve leader effectiveness. First, you can change the leader to fit the situation. If a group situation
rates highly unfavorable but is currently led by a relationship-oriented manager, the group's performance
could be improved under a manager who is task-oriented. The second alternative is to change the
situation to fit the leader, by restructuring tasks or increasing or decreasing the leader's power to control
factors such as salary increases, promotions, and disciplinary actions.
Page Ref: 375
LO: 4
101) Describe the path-goal theory of leadership.

Answer: Developed by Robert House, path-goal theory extracts elements from the Ohio State
leadership research on initiating structure and consideration and the expectancy theory of motivation.
The theory proposes that the leader's job is to provide followers with the information, support, or other
resources necessary to achieve their goals. The term "path-goal" implies effective leaders clarify
followers' paths to their work goals and make the journey easier by reducing roadblocks. According to
path-goal theory, whether a leader should be directive or supportive or should demonstrate some other
behavior depends on complex analysis of the situation. It predicts the following:
(a) Directive leadership yields greater satisfaction when tasks are ambiguous or stressful than when they
are highly structured and well laid out.
(b) Supportive leadership results in high performance and satisfaction when employees are performing
structured tasks.
(c) Directive leadership is likely to be perceived as redundant among employees with high ability or
considerable experience.
40
Page Ref: 376
LO: 4
102) What are the key characteristics of charismatic leaders?

Answer: A charismatic leader is characterized by:
(a) vision and articulation: having an idealized goal and being able to clarify its importance
(b) personal risk: willingness to take personal risks, incur high costs, and make sacrifices
(c) sensitivity to follower needs: recognizing and responding to others' abilities, needs, and feelings
(d) unconventional behavior: engaging in behaviors that are novel
Page Ref: 380
LO: 5
103) Describe the full range of leadership model.

Answer: According to the full range of leadership model, laissez-faire is the most passive and therefore
least effective of leader behaviors. Management by exception — active or passive — is slightly better
than laissez-faire, but it's still considered ineffective. Management-by-exception leaders tend to be
available only when there is a problem, which is often too late. Contingent reward leadership can be an
effective style of leadership but will not get employees to go above and beyond the call of duty. Only
with the four remaining styles — all aspects of transformational leadership — are leaders able to
motivate followers to perform above expectations and transcend their self-interest for the sake of the
organization. Individualized consideration, intellectual stimulation, inspirational motivation, and
idealized influence all result in extra effort from workers, higher productivity, higher morale and
satisfaction, higher organizational effectiveness, lower turnover, lower absenteeism, and greater
organizational adaptability. Based on this model, leaders are generally most effective when they
regularly use each of the four transformational behaviors.
Page Ref: 382, 383
LO: 5
41
104) Charismatic leaders are not always authentic leaders. Discuss.
Answer: Charismatic leadership is a leadership theory that states that followers make attributions of
heroic or extraordinary leadership abilities when they observe certain behaviors. Though charismatic
leaders exert great influence on their followers, unfortunately, they do not necessarily act in the best
interests of their organizations. Many charismatic leaders have allowed their personal goals to override
the goals of the organization. Thus, their followers can never consider them ethical people unless they
inspire that confidence. Authentic leaders know who they are, know what they believe in and value, and
act on those values and beliefs openly and candidly. The primary quality produced by authentic
leadership, therefore, is trust. Authentic leaders share information, encourage open communication, and
stick to their ideals. The need to incorporate trust and ethics into charismatic leadership has led to the
concept of socialized charismatic leadership which conveys other-centered (not self-centered) values by
leaders who model ethical conduct. Socialized charismatic leaders are able to bring employee values in
line with their own values through their words and actions
Page Ref: 379, 382, 387
LO: 5, 6
105) What is servant leadership?

Answer: Scholars have recently considered ethical leadership from a new angle by examining servant
leadership. Servant leaders go beyond their own self-interest and focus on opportunities to help
developing followers' potential. Servant leadership leads to higher levels of commitment to the
supervisor, self-efficacy, and perceptions of justice; it also increases team potency. Servant leadership
may be more prevalent and more effective in certain cultures; the East Asian prototype is more like a
servant leader, which might mean servant leadership is more effective in these cultures.
Page Ref: 387
LO: 6
106) Describe the relationship between trust and leadership.

Answer: Trust is a psychological state that exists when you agree to make yourself vulnerable to
another because you have positive expectations about how things are going to turn out. Trust is a
primary attribute associated with leadership; breaking it can have serious adverse effects on a group's
performance. The key characteristics that lead us to believe that a leader is trustworthy are integrity,
benevolence, and ability. Integrity refers to honesty and truthfulness. It is the most critical characteristic
in assessing another's trustworthiness. Benevolence means the trusted person has your interests at heart,
even if yours aren't necessarily in line with theirs. Ability encompasses an individual's technical and
interpersonal knowledge and skills. Another factor that influences trust is trust propensity which refers
to how likely a particular employee is to trust a leader.
Page Ref: 387, 388
LO: 6
42
107) Compare and contrast charismatic leadership from the understanding of leadership under the
attribution theory.
Answer: Charismatic leadership is a leadership theory that states that followers make attributions of
heroic or extraordinary leadership abilities when they observe certain behaviors. A number of studies
have attempted to identify the characteristics of charismatic leaders: they have a vision, they are willing
to take personal risks to achieve that vision, they are sensitive to follower needs, and they exhibit
extraordinary behaviors. Individuals are born with traits that make them charismatic. Personality is also
related to charismatic leadership; charismatic leaders are likely to be extraverted, self-confident, and
achievement oriented. However, most experts believe individuals can be trained to exhibit charismatic
behaviors. The attribution theory, on the other hand, says leadership is merely an attribution people
make about other individuals. Attribution theory suggests what is important is projecting the appearance
of being a leader rather than focusing on actual accomplishments. According to this theory, those who
want to be leaders merely need to shape the perception that they are smart, personable, verbally adept,
aggressive, hardworking, and consistent in their style. This portrayal is enough to increase the
probability their bosses, colleagues, and employees will view them as effective leaders.
Page Ref: 379, 380, 393
LO: 5, 8
108) Explain mentoring with reference to the dimensions of initiating structure and consideration.
Answer: Initiating structure is the extent to which a leader is likely to define and structure his or her role
and those of employees in the search for goal attainment. It includes behavior that attempts to organize
work, work relationships, and goals. Consideration is the extent to which a person's job relationships are
characterized by mutual trust, respect for employees' ideas, and regard for their feelings. A leader high in
consideration helps employees with personal problems, is friendly and approachable, treats all
employees as equals, and expresses appreciation and support. Mentoring is a process by which a senior
employee sponsors and supports a less-experienced employee or a protégé. Mentoring performs many
career functions like helping the new employee get challenging assignments, opportunities to develop
skills, exposure to influential individuals in the company, and nominations for potential advantages.
These career functions of mentoring are similar to the initiating structure of leadership. Mentoring also
fulfils certain psychosocial functions like counseling the employee to enhance confidence, providing
friendship and acceptance, and providing the new employee with a role model. These are similar to the
consideration dimension of leadership.
Page Ref: 371, 391
LO: 3, 7
43
109) How do substitutes and neutralizers challenge the effectiveness of leadership?
Answer: One theoretical approach of leadership suggests that in many situations leaders' actions are
irrelevant. Experience and training are among the substitutes that can replace the need for a leader's
support or ability to create structure. Organizational characteristics such as explicit formalized goals,
rigid rules and procedures, and cohesive work groups can also replace formal leadership, while
indifference to organizational rewards can neutralize its effects. Neutralizers make it impossible for
leader behavior to make any difference to follower outcomes. It must be added that the difference
between substitutes and neutralizers is not clear-cut.
Page Ref: 394
LO: 8
110) How would you relate substitutes, trust, and online leadership?
Answer: Online leadership involves leading people who are physically separated from you and with
whom you communicate electronically. As face-to-face interactions are missing in such situations,
substitutes for leadership like experience, training, explicit formalized goals, rigid rules and procedures
are vital. However, the leader's ability to establish identification-based trust through electronic messages
is a crucial function and often the success of a virtual team may be hindered by the lack of this trust.
Thus, substitutes can be used for online leadership but the role of the leader cannot be dismissed.
Page Ref: 395
LO: 8
44

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Organizational Behavior, 15e (Robbins/Judge)

1) Leadership is best defined as ________.

2) Which of the following statements regarding leadership is true?

3) Which of the following is a desirable feature of leadership?

4) Trait theories of leadership focus on ________.

7) Trait theories most accurately predict ________.

20) Which of the following theories of leadership is based on situational variables?

23) Fiedler's contingency leadership model assumes that ________.

39) The leader-participation model focuses on ________.

50) Which of the following scenarios reflects a transactional approach to leadership?

57) The primary quality produced by authentic leadership is ________.

59) Servant leadership reflects the ________.

66) According to the attribution theory of leadership, leadership is characterized by ________.

69) Which of the following is a substitute for leadership?

70) Which of the following is true of substitutes?

74) Which of the following is true with regard to online leadership?

85) Unconventional behavior is one of the key characteristics of a charismatic leader.

97) What is the role played by traits in predicting leadership behaviors?

101) Describe the path-goal theory of leadership.

102) What are the key characteristics of charismatic leaders?

103) Describe the full range of leadership model.

105) What is servant leadership?

106) Describe the relationship between trust and leadership.

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